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Using Multivariate Statistics

Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.

Power, approach, and inhibition. Власть, напористость и подавленность

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Preferred Reporting Items for Systematic Reviews and Meta-analyses statement checklist

With roots dating back to Fiedler’s (1978) contingency model, contextual leadership has been one of the most trending topics in leadership research over the last decade. However, although roughly 500 studies have examined the impact of context on leadership and its outcomes, there is neither a systematic approach to nor agreement regarding what constitutes the context for leadership. This is surprising, considering the central role that context plays in leadership: Leadership does not occur in a vacuum, but rather exists in a context where leaders function. This review article uses Johns’s (2006) categorical framework to fully portray the leadership context and systematically reviews the existing theoretical frameworks and empirical findings for the impact of context. When called for, this review also integrates related streams of research (e.g., institutional theory). Finally, the article summarizes the general trends in the study of contextual leadership and suggests future directions, offering ideas to help meaningfully structure the voluminous and diverse body of research on the leadership context.

Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes.

In teams, some combinations of people work together better than others. A large body of literature with a rich history suggests that the configuration of team member attributes, called team composition, has a fundamental influence on teamwork. Team composition shapes the emergence of affective states, behavioral processes, and cognitive states (the ABCs of teamwork), which ultimately affect how teams meet their objectives. The purpose of this article is to describe what is known about team composition and its influence on the ABCs of teamwork. We discuss what team composition is, and why it is important. We then describe key discoveries related to how team composition shapes the ABCs of teamwork. Building on what we know, we outline important directions for future research. (PsycINFO Database Record

Team composition and the ABCs of teamwork.

An Approach for Conducting Actionable Research With Extreme Teams

Background: To anticipate the dynamics of future long-distance space exploration mission (LDSEM) teams, research is conducted in analog environments (e.g., Antarctic expeditions, space chamber simulations), or environments that share key contextual features of LDSEM such as isolation and confinement. We conducted a systematic review of research conducted on teams in LDSEM-analog environments to identify which factors have been examined with quantitative research, and to summarize what the studies reveal about team dynamics in LDSEM-analog environments. Methods: We used a comprehensive search strategy to identify research on teams that lived and worked together. Data on team dynamics were extracted where possible, and sources were coded for key contextual features. The data did not lend themselves to traditional meta-analysis. We used two approaches to summarize the data: a weighted averages approach when the study reported enough data to calculate an effect size, and descriptive figures when data across studies were directly comparable. Results: Seventy-two sources met our inclusion criteria, yielding 253 effect sizes and 1,150 data points. Results from our weighted averages approach suggested that the team cohesion and performance relationship may be operating differently in isolated and confined environments than other teams that lived and worked together (e.g., military teams), and that, given the available data, we can say very little about the magnitude and direction of the relationship. Our descriptive figures revealed important trends: (a) team members in longer missions generally spent less social time together than shorter missions; (b) consistent team efficiency over time was typical, whereas decreased team efficiency over time was atypical; (c) by 40% of mission completion or 90 days, all teams reported at least one conflict, (d) commanders' written communication with mission control decreased in length over time, and (e) team mood dynamics did not consistently support the third-quarter phenomenon. Conclusions: There are inherent limitations to our study, given the nature of the analog research (e.g., correlational studies, small sample size). Even so, our systematic review provides key insights into team dynamics in LDSEM-analog environments. We discuss the implications of our research for managing future space crews. Importantly, we also provide guidance for future research.

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What We Know About Team Dynamics for Long-Distance Space Missions: A Systematic Review of Analog Research

Decision-making within police work is a global concern. Our research attempts to contribute to the literature regarding how police officers make decisions. We examined the interactive effects of decision-making style and anger control on decision-making using a sample of 120 police officers. Police officers were presented with a realistic decision-making scenario, and asked to choose their intended action. Results suggest that analytical and intuitive cognitive processes have an interactive effect on decision-making. Results are discussed regarding the implications on officer decision-making training.

Shanique G. Brown

Papers

Team composition and the ABCs of teamwork.

An Approach for Conducting Actionable Research With Extreme Teams

What We Know About Team Dynamics for Long-Distance Space Missions: A Systematic Review of Analog Research

The influence of police officers’ decision-making style and anger control on responses to work scenarios

A conceptual framework for leveraging team composition decisions to build human capital